Monday, December 31, 2018
Managing Conflicts Within Groups
Organisational Behavior Individual pattern Paper Lim Jin Sheng Jason Section ES1 Introduction In order to meet the requirements of the individual assignment, this written report uses a specific project trouble recognize to highlight many of the primary(prenominal) organisational behaviour (OB) concepts in a real-world victor setting. The two main OB concepts elect atomic number 18 a) Managing Conflicts within Groups b) Multi-Party, Multi- bare ratiocination reservation FrameworkIn doing so, it is hoped that this paper testament highlight the importance of utilizing these OB concepts in other similar situations encountered in the in store(predicate). headmaster Work Experience My professional experience involves managing science and R&D projects for the armed forces, chthonian the Defense attainment and Technology Agency (DSTA). DSTA is the national say-so for centralized defense lawyers procurement and cerebrate R&D under the Ministry of Defense (MINDEF) in capital of Singapore.My specific roles complicate managing projects related to naval systems and scouring the topical anaesthetic/overseas defence industry for emerging naval technologies. For example, if the plans department in the Singapore Navy requires a certain naval craft to meet their functional requirements in the near term, my department volition spear-point this initiative by helping to denotation the market for such a harvest-home, secure it and deliver it to the users. The hearty process essentially involves the following ) Get approving for the working(a) requirements and compute to fund the acquisition project. b) generator the market for companies who are able to win such mathematical products or services, evaluate their bids and transact for the eventual contract. c) Perform acceptance scrutiny for the product/service before delivering the product/service to the end users. Managing Conflicts within Groups before the initiation of a project, the envisioned operational requirements for the weapon system/service and budget required to fund it needs to be approved by the required direct of authority.Usually, a panel of experts will summon in a meeting place to controvert and debate the issue and will hop out their recommendations to the final approval authority (which loafer be the Minister for Defence or service chiefs, depending on the importance and apprize of the acquisition). In one of my projects, the requirement was to check several(prenominal) unmanned crafts to replace a devolve of existing patrol vessels to only maintenance and personnel cost. Hence, the operational requirements was through with(p) up by the plans department in the Navy and the budget was done up by my squad in DSTA.The justifications for twain were well thought out and presented clearly in a paper which was submitted to the pertinent meeting place for discussion and approval. The meeting place in this case was comprised of the unit commanders of all the pertinent braches in the Navy (Operational, intelligence, logistics, security and train departments, etc). However, as a newly official project jitney, I was un awake of the under-currents that was create from raw material prior to the forum presentation.Even though the justifications were sound on paper, in that respect were several factions within the Navy community that were inherently against the idea. This opposition only surfaced during the day of the forum presentation and took my aggroup by surprise. Subsequently, we had to re-work the whole approach in getting the approval from the forum. Basically, the issue was that the replacement of an entire fleet of patrol vessels by a newer engine room will mean that an entire squadron will need to be down-sized and re-trained.Although the maintenance costs were lower in aggregate, this also meant the work load of certain logistics departments will more than double. Also, there was a history of bad do wnslope between the commanding officer of the plans and squadron departments. So in reality, this means that certain members of the forum will not be joyous with the proposal regardless of how sound it is and honest-to- fullness grudges will likely flare up during the forum presentations. On hindsight, being aware of possible conflicts within a aggroup will help to prevent this grapheme of scenario from happening in the first place.By understanding the different types of group conflicts (task, human relationship and process) and engaging all stakeholders before the forum approval will help in reducing the effort spent and bind good relations with all stakeholders. Multi-Party, Multi-issue Decision Making Framework Once the approval for the operational requirements and budget for this project is obtained, my team selected a suitable overseas defense contractor to build and deliver the product according to our specifications. The arduous task of negotiating for the outgo possib le terms for the least equipment casualty for this contract begins.Due to the complexity of the equipment acquisition involved, the discussions will require many event matter experts from their relevant domains to discuss the technical issues with their counterparts. I had an experienced procurement motorcoach who advised the team to first outfit on all the complex issues internally first before starting negotiations with the supplier. In practice, this meant that my team had to prioritise which issues are Copernican and non-negotiable and which issues are good to have precisely not essential in the success of the project.Without this understanding, all(prenominal) single representative from my team will try to press for the trump out terms within their domains because everyone thinks their own issues are main(prenominal). Furthermore, the supplier will never comply to every single issue as they will lose money on this contract. My team decided to group and encounter al l the issues simultaneously and agree on the relative importance of each issue before starting contract negotiations. My trade as a project manager is to take a step prat to keep track of the issues discussed and place centre on the Tier-one issues rather than haggling for every possible terms.This multi-issue, multi-party framework helped my team to jump down on a mess hall of unnecessary time and effort for future contract negotiations. Conclusion Organisational behaviour is an important and evolving topic which is important for success in managing inter-personal relationships in the workplace. As discussed using some of my personal work experiences, a good understanding and relevant application of OB concepts will help the professional to aviate through the complexities of managing stakeholders in an increasing dynamical environment.